Orlando SFDC User Group 8/2009
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The document summarizes a presentation given at an Orlando Salesforce.com User Group meeting. The presentation focused on developing a cohesive CRM strategy and discussed defining success, communicating with stakeholders, monitoring progress, and conducting post-mortems to improve. The presenter emphasized listening to stakeholders, clearly defining requirements and expectations, and ensuring ongoing communication throughout the process.
Orlando SFDC User Group 8/2009
- 1. Orlando Salesforce.com User Group August (virtual) Lunch and LEARN Webinar Formed July 2008 (1 Year Anniversary ) Blog - http:// usergroups.salesforce.com/orlando / Meetup - http://meetup.com/Orlando-Salesforce-User-Group / Twitter – http:// twitter.com/OrlandoSFDC | @OrlandoSFDC
- 2. Agenda Welcome & Introductions About the User Group Lunch and Learn Topic: What & Why – a Cohesive Approach to CRM Jennifer Phillips | Hilton Grand Vacations Housekeeping
- 3. (What and Why) A Cohesive Approach to CRM Jennifer Phillips | Director, CRM http:/www.HiltonGrandVacations.com – jphillips@hgvc.com Twitter: @CRMjen
- 4. Background Who? Process Geek CRM / Database Marketing Enthusiast Standards Fanatic What? Share lessons learned Tips to Success Why? Stronger. Better. Faster. Smarter
- 5. Let’s talk about YOU Who? Process Geek CRM / Database Marketing Enthusiast Standards Guru What? Share lessons learned Tips to Success Why? Stronger. Better. Faster. Smarter OUCH!
- 6. We’re all Marketers. We’re all Salespeople. Guerrilla Marketing Jay Conrad Levinson Time, energy, and imagination. Create a standard of excellence Use current technology as a tool to empower your business.
- 7. We’re all Marketers. We’re all Salespeople. Commitment Investment Consistent Confident Patient Assortment Convenient Subsequent Amazement Measurement Involvement Dependent Armament Consent Augment Content
- 8. We’re all Marketers. We’re all Salespeople. Sales Process Solution Selling Focus on the PAIN Consultative Success? Mutual agreement Measureable Improvement
- 9. CRM at the Speed Of Light Paul Greenberg Program. NOT Project Culture shock Step Beyond Data-Driven Strategy supported by technology Initiative of Change Focus on building relationships and satisfaction Encourages involvement and education Center of the Universe is the CUSTOMER. Not the Company .
- 10. The Quality Triangle Pick two.
- 11. Universal Truths You. Can’t. Have. All. Three. The more focus up front, the clearer the picture develops. You can’t automate your way out of a bad process. Stakeholder Investment 100% Necessary. The achievements of an organization are the results of the combined effort of each individual. Vince Lombardi
- 12. Cohesive CRM Strategy development System design Software implementation Technology deployment Integration Communications planning Program design Program execution Measurement and improvement Program development Refinement and administration The Business Unit and the CRM team are responsible for the successful implementation and ongoing refinement of the CRM Strategy. The business must provide their vision, along with business rules (the ‘ WHAT ’). The CRM team is responsible for translating these details into a customized, scalable solution (the ‘ HOW ’). This solution must adhere to legal guidelines and deliver measurable results. Executives and the Business will have the ability to leverage these results to improve process and ultimately profitability while maximizing each contact with every prospect and customer. CRM Team Business Unit
- 13. Cohesive CRM Strategy development System design Software implementation Technology deployment Integration Communications planning Program design Program execution Measurement and improvement Program development Refinement and administration Market place assessment Capabilities assessment Business model innovation Marketing strategy development eBusiness innovation Operational assessment Technological integrations Initial requirements gathering Strategic CRM knowledge base Enterprise-wide standards Architecture development Applications interface definition User interface definition Translation of business rules Software: custom or third party Interface development Content development Quality assurance Legacy integration Data compliance Business rule configuration On-time Documented specifications Best practices Lessons Learned Training Communications Iterations Existing infrastructure and tools Quality assurance Technical support Ongoing requirements gathering, training, and improvements Customer interaction planning Campaign planning Budgeting and scheduling Business rules Offer, campaign creation Collateral development Response channel activation Data entry Queue management Response tracking Sales team management Communications capture Results | forecasting analysis Improvements and program refinement
- 14. Defining Success Who? Who in the organization has the need? Who knows most about the ins and outs (SME)? What? Current Process Pain Impact to the organization Why? Expectations Measurability Risk
- 16. CohesiveSuccess LISTEN. Define. Current Systems Capabilities Service Agreements Process Explore Other Systems Integration Points Duplication of efforts, data
- 17. CohesiveSuccess Restate|Refine Need Process Risk Deliver complete (concise) vision Define Team Scope Expectations Holistic WHAT
- 18. CohesiveSuccess COMMUNICATE. COMMUNICATE. COMMUNICATE. Progress Roadblocks Low Hanging Fruit Deliver Demo Training Best Practice Support
- 19. CohesiveSuccess Monitor As defined Next Steps Post-Mortem “ How did WE do?”
- 20. CohesiveSuccess Who? Retailer Who in the organization has the need? Owners / Management Who knows most about the ins and outs (SME)? Management What? Silos and inefficient process Current Process Pain – no singular customer view | product view – 3 silos Impact to the organization – lost revenue, poor service of key and emerging customers Why? Expectations – maximize current systems Measurability – singular product | customer view Risk
- 21. HOW did WE do? What Was Wrong? 3 Silos No way to recognize customers No complete product inventory Inefficient process Lost Revenue How we delivered. 3 integrated systems SLA Expertise Single view of the product All Stores (LHF) Pipeline (LHF) Single View of the customer Key Customers Buying TYPE Subscription Revenue Measurably increased revenue
- 23. Demo Related Links Salesforce.com Helpful Help & Training: http://www.salesforce.com/community/crm-implementation/ Prep Config Customize Go Live Drive Adoption http://www.salesforce.com/community/assets/docs/Workbook_final.doc
- 24. Books and Sites I CRM at the Speed of Light : Capturing and Keeping Customers in Internet Real Time (NOTE: New edition is out in December and covers SOCIAL!) Guerrilla Marketing : Easy and Inexpensive Strategies for Making Big Profits from Your Small Business (Many titles to choose from) http://www.crmindustry.com/ http://www.destinationcrm.com/ http://www.projectconnections.com/templates/ (TEMPLATES galore!) Demo Related Links
- 25. Helpful Links Features http :// ideas.salesforce.com/popular/coming_in_summer_09 Ideas Under Consideration http:// ideas.salesforce.com/popular/ideas_under_consideration Force.com Community Links IdeaExchange – http:// ideas.salesforce.com / Community Forum - http:// community.salesforce.com /
- 26. You're invited to attend Dreamforce '09 http:// www.dreamforce.com Registration ROI $100 Discount for User Group Members Discount Code: CDUSER Early bird registration (until 9/12): $699 USD REGISTER NOW AND SAVE $200! Early bird registration (until September 12): $799 USD Standard registration (after September 12): $999 USD On-site registration (November 17-20): $1,199 USD
- 27. Housekeeping Next Host – will be onsite next time Suggestions to Maximize Orlando Salesforce.com Group?
Editor's Notes
- #3: 11:30-12:15 – Networking 12:15-12:45 – Intros 12:45-01:15 – About OSUG,Twitter & Meetup Response 01:15-01:30 – Summer ’09, IdeaExchange, Salesforce Community 01:30-02:00 – Open Discussion 02:00-02:30 – Salesforce
- #7: Instead of money, the primary investments of marketing should be time, energy, imagination Create a standard of excellence with an acute focus instead of trying to diversify by offering too many diverse products and services.
- #8: Create a standard of excellence with an acute focus instead of trying to diversify by offering too many diverse products and services.
- #9: This precise definition is a very accurate one when considering how Keith M. Eades, author of The New Solution Selling , defines a solution. In his book, he is quoted as saying: "So what is the definition of the word solution? The typical response is, "An answer to a problem." I agree with this response but feel it's important to expand the definition. Not only does the problem need to be acknowledged by the buyer, but both the buyer and salesperson must also agree on the answer. So a solution is a mutually agreed-upon answer to a recognized problem. In addition, a solution must also provide some measurable improvement. By measurable improvement, I mean there is a before and an after. Now we have a more complete definition of a solution; It's a mutually shared answer to a recognized problem, and the answer provides measurable improvement."
- #10: CRM is a philosophy and a business stratregy, supported by a system and a technology, designed to improve human interactions in a business environment
- #11: Universally True…Project Triangle, Quality triangle, design triangle Good and Fast (Not Cheap) Good and Cheap (Not Fast) Fast and Cheap (Not Good) “you can’t have a baby in 1 month”
- #12: Fast, Good, Cheap you must pick two The more focus up front, the clearer the picture develops
- #13: The Business Unit and the CRM team are responsible for the successful implementation and ongoing refinement of the CRM Strategy. The business must provide their vision, along with business rules (the ‘ WHAT ’). The CRM team is responsible for translating these details into a customized, scalable solution (the ‘ HOW ’). This solution must adhere to legal guidelines and deliver measurable results. Executives and the Business will have the ability to leverage these results to improve process and ultimately profitability while maximizing each contact with every prospect and customer.